conflict and negotitations

Conflict & Negotiation | Chp 14 1

Conflict and Negotiationchapter 14

Presented by:Tariq Ali Khan

Junaid ZamirDanish Saleem

Ahraz PashaTaimur Khan

Ali Awais Ahmed


AgendaSession 1

– Conflict– Views of Conflict– Functional & Dysfunctional– The Conflict Process

Session 2– Negotiations– Bargaining Strategies– Negotiation Situations– Negotiation Process– Issues in negotiation


Learning Objectives

• To understand the importance of utilizing appropriate personnel management skill to deal with conflicts

• To review typical conflicts one is involved, and possible methods generally used

• To become familiar with necessary skills in resolving conflicts


What is conflict?• A battle, contest or opposing forces existing

between primitive desires and moral, religious or ethical ideas ( Webster’s Dictionary)

• A state of incompatibility of ideas between two or more parties or individuals


• Traditional view – Conflict is bad – Caused by trouble-makers

– Should be avoided

• Humain Relation view – Conflict is natural – It is inevitable – Cannot be eliminated

• Interactionist view – Conflict is necessary – It can be negative or positive– It effects group performance


• lead to increased awareness of problems that need to be addressed

• result in broader and more productive searches for solutions

• generally facilitate positive change, adaptation, and innovation

Functional conflict?


• Any confrontation or interaction between groups that harms the organization or hinders the achievement of organizational goals

• Management must seek to eliminate dysfunctional conflict

Dysfunctional conflict?


The Conflict Process


Stage I

Communication• Noise in Communication• Jargons• Communication barriers

Structure• Lack of cooperation• Different Goals

Personal Variables• Personality type• Individual Values


Stage II

Percieved Conflict• Emotional diffrences• Aware that one is in conflict with another party

Felt Conflict• Emotional involement• Personalizing the conflict


Stage III

Intention• Act in a way• Reflects Personal behaviour

• Cooperativeness• to satisfy other party’s concern

• Assertiveness• to satisfy own’s interest


Stage III

Accommodating Collaboration

Avoiding Competing

Allowing other group to win

Working together to

solve problems

Ignoring or steering clear of other group

Working to dominate and

control

Compromising

Finding acceptable solution so everyone feels good

Handling Intentions


Stage IV

Behaviour• Statement actions and reactions by the conflicting parties• Handling Intentions

Conflict Management• Emotional involement• Personalizing the conflict


Stage IV

Conflict Management• Avoidance Withdraw, stay away

• Compromise Bargain, negotiate Each loses something valued

• Smoothing Find Similarities

• Problem solving find root causes

• Integration meet interest & desires of both parties

• Super ordinate goal shared goal


Stage V

Functional Outcomes or Performance• Creativity• Innovation• Encourages interest among group members

Dysfunctional Outcomes• Absenteeism• Staff turnover• De-motivation• Non-productivity

• Decreased tensions • Enhanced psychological maturity• Control emotions

Creating Functional Conflict

conflict and negotitations

Business

interactionistview conflict

innovation functional

conflict process session

conflict emotional involement

conflict management

traditional view conflict

humain relation view

stage v functional outcomes